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Chapter 11 - Characteristics of the situation. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers'' behaviors, and how they might change these factors in order to improve followers'' satisfaction and performance.
111 McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved C HAPTER E LEVEN Characteristics of the Situation Current Research That Explores How 113 Situational Factors Affect Leaders’ Behaviors • Role theory • Multipleinfluence model • Situational levels McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved Leadership Is a Process, Not a Position Leader Situation Ta Or En ga sk vi niz ro nm atio en n t Followers McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 114 New Operating Assumptions Of the Information Age • Cross Functions – Organizations operate with integrated business processes that cut across departments • Links to customers – Today’s organization’s integrate supply,production,anddeliveryprocessesandrealize enormousimprovementsincost,quality,andresponse time. ã CustomersegmentationInformationưagecompanies mustlearntooffercustomizedproductsandservices todiversecustomersegments. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 11ư5 New Operating Assumptions Of the Information Age, continued 116 • Global scale – Companies compete against the best companies throughout the entire world. • Innovation – Companies must be masters at anticipating customers’ future needs, innovating new products and services, and rapidly deploying new technologies into efficientdeliveryprocesses. ã KnowledgeworkersAllemployeesmustcontribute valuebywhattheyknowandbytheinformationthey canprovide. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 11ư7 ACongruenceModel Informal Informal Organization Organization Input Input Environment Environment Resources Resources Output Output System System Strategy Strategy Formal Formal Organization Organization Work Work History History Unit Unit Individual Individual People People McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved Job Characteristics • • • • • McGrawHill/Irwin Skill variety Task identity Task significance Autonomy Feedback © 2002 The McGrawHill Companies, Inc., All Rights Reserved 118 Task interdependence the degree to which tasks require coordination and synchronization in order for work groups or teams to accomplish desired goals Situational Levels In Which Leaders and Followers Operate • Level of authority – one’s hierarchical level in an organization. • Organizational structure – the way an organization’s activities are coordinated and controlled • Organizational design – How do I want to divide up the work? How do I want the divisions to coordinate their work? McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 1110 Situational Levels In Which Leaders and Followers Operate, continued • Lateral interdependence – the degree of coordination or synchronization required between organizational units to accomplish goals. • Organizational culture – a system of shared backgrounds, norms, values or beliefs among members of a group. McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 1111 Schein’s Four Key Organizational Culture Factors • • • • Myths and stories Symbols and artifacts Rituals Language McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 1112 ... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 11? ?5 New Operating Assumptions? ?Of? ?the? ? Information Age, continued 11? ?6 • Global scale? ?–? ?Companies compete against? ?the? ?best companies throughout? ?the? ?entire world. • Innovation? ?–? ?Companies must be masters at anticipating ... Knowledge workers? ?–? ?All employees must contribute value by what they know and by? ?the? ?information they can provide. McGrawHill/Irwin © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 11? ?7 A Congruence Model... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 11? ?4 New Operating Assumptions? ?Of? ? the? ?Information Age • Cross Functions? ?–? ?Organizations operate with integrated business processes that cut across departments • Links to customers? ?–? ?Today’s organization’s integrate